It is February 2007, see the 2010 Olympic Winter Games Vancouver exactly three years ago. Judy Rogers, City Manager for the City of Vancouver and a member of the Board of Directors for Vancouver Organizing Committee (VANOC), strives to ensure that the games have a lasting positive impact on the city and Canada. However, a recent event, the significant social tensions could negatively on the event and Vancouver have the image all over the world, and Rogers, to find a way … addre Read more »

It is February 2007, see the 2010 Olympic Winter Games Vancouver exactly three years ago. Judy Rogers, City Manager for the City of Vancouver and a member of the Board of Directors for Vancouver Organizing Committee (VANOC), strives to ensure that the games have a lasting positive impact on the city and Canada. However, a recent case that significant social tensions could negatively on the event and Vancouver this image to the world, and Rogers need a way to find the growing demands. More pressingly Rogers and her team with the task of an Olympic legacy Reserve Fund, which could enable to achieve their sustainability goals, the city will face, but includes a substantial tax increase for Vancouver’s citizens and businesses. With the world watching and the clock is ticking, there’s a lot at stake. As Rogers should respond to these challenges? Allows for a detailed examination of critical social marketing issues in connection with one of the world’s biggest sporting events. Provides extensive data on the possible advantages and disadvantages of a variety of components, including the International Olympic Committee, the host country and the city, its businesses and residents, and can serve the main tensions and best practices in social marketing show Initiatives .
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from
Anita Elberse,
Catherine Anthony,
Joshua Callahan
Source: Harvard Business School
27 pages.
Release Date: 21 March 2007. Prod #: 507049-PDF-ENG
Vancouver 2010 Olympics HBR case solution